1

Virginia Commonwealth University

February 15, 2010

2

SunTrust Mortgage Vision – 2005

Fulfilling Dreams, Enriching Lives and Building Communities The Vision is the compass for our business.

Fulfilling Dreams, Enriching Lives and Building Communities The Vision is the compass for our business.

SunTrust Mortgage VisionSunTrust Mortgage Vision

With the competitive spirit that drives us and the tools delivered by Mortgage Transformation, we are destined for success.

Core ValuesCore Values

People are our strength

We operate with integrity and

personal responsibility

We embrace a strong

competitive spirit

People are our strength

We operate with integrity and

personal responsibility

We embrace a strong

competitive spirit

Strong Competitive SpiritStrong Competitive Spirit

We are only satisfied with being the

best

We expect and accomplish big things

We constantly look for new ways to

improve and beat the competition

We are passionate about our business

We are only satisfied with being the

best

We expect and accomplish big things

We constantly look for new ways to

improve and beat the competition

We are passionate about our business

3

In 2005, 2006 and 2007, growth is driving change…

Business Imperatives in 2005

1. Grow Origination Capabilities

2. Improve Product Offerings

3. Increase Efficiency and Lower Costs

4. Retain Customers

5. Increase Other Revenue

6. Improve Value Proposition to Borrower

Business Imperatives in 2005

1. Grow Origination Capabilities

2. Improve Product Offerings

3. Increase Efficiency and Lower Costs

4. Retain Customers

5. Increase Other Revenue

6. Improve Value Proposition to Borrower

Top 5 originator by 2015

Application to ship in one day (24 hours)

#1 in service quality by J.D. Power and Associates

Top 5 originator by 2015

Application to ship in one day (24 hours)

#1 in service quality by J.D. Power and Associates

Big Hairy Audacious GoalsBig Hairy Audacious Goals

We know what we want to look like in the future, and what we need to focus on to get there. Mortgage Transformation will deliver solutions to help us achieve our BHAG.

We know what we want to look like in the future, and what we need to focus on to get there. Mortgage Transformation will deliver solutions to help us achieve our BHAG.

4

Customer Expectations are driving change…

SunTrust Mortgage collects satisfaction surveys from customers at the end of their mortgage loan

experience. Results from these surveys show that we do very well. The average customer rates STM

somewhere between Very Good and Excellent. Almost half of our customers score us Excellent on

every question we ask. As good as we are, there is always opportunity for improvement. .

SunTrust Mortgage collects satisfaction surveys from customers at the end of their mortgage loan

experience. Results from these surveys show that we do very well. The average customer rates STM

somewhere between Very Good and Excellent. Almost half of our customers score us Excellent on

every question we ask. As good as we are, there is always opportunity for improvement. .

Better Communication – more frequent updates

on progress throughout the loan application

process.

Less Documentation – only ask them for what we need and only ask them one time, early in the process.

Closing Convenience – be ready to close the loan

on their timeframe

Better Communication – more frequent updates

on progress throughout the loan application

process.

Less Documentation – only ask them for what we need and only ask them one time, early in the process.

Closing Convenience – be ready to close the loan

on their timeframe

Direct feedback from customers tells us that they want:Direct feedback from customers tells us that they want:

Mortgage Transformation will help us improve processes and technology to answer customer needs and provide the best possible customer experience.

5

The Mortgage Transformation Project was launched in Fall 2004 to enable SunTrust Mortgage to fully

realize its strategic goals and Vision to be a Top 5 mortgage lender in production by 2015. A three-year

plan has been developed to ensure we gain ground early to get us to our ultimate goal.

The Mortgage Transformation Project was launched in Fall 2004 to enable SunTrust Mortgage to fully

realize its strategic goals and Vision to be a Top 5 mortgage lender in production by 2015. A three-year

plan has been developed to ensure we gain ground early to get us to our ultimate goal.

SunTrust Mortgage’s goal is to develop an efficient and fast process as well as a set of products which enable our customers across all channels to fulfill their mortgage transaction on their schedule.

SunTrust Mortgage will support an innovative culture with a continuous learning environment, producing empowered professionals who are able to anticipate customer needs and make decisions at the point of sale and throughout the entire loan process.

Our competitive advantage will be gained through our people supported by streamlined processes, enabled by technology and partnerships with internal and external sources, allowing us to become a Top 5 mortgage originator by 2015.

SunTrust Mortgage’s goal is to develop an efficient and fast process as well as a set of products which enable our customers across all channels to fulfill their mortgage transaction on their schedule.

SunTrust Mortgage will support an innovative culture with a continuous learning environment, producing empowered professionals who are able to anticipate customer needs and make decisions at the point of sale and throughout the entire loan process.

Our competitive advantage will be gained through our people supported by streamlined processes, enabled by technology and partnerships with internal and external sources, allowing us to become a Top 5 mortgage originator by 2015.

Mortgage Transformation Vision StatementMortgage Transformation Vision Statement

What Is Mortgage Transformation?What Is Mortgage Transformation?

“Breaking New Ground,

Building The Dream”

“Breaking New Ground,

Building The Dream”

How Does The Mortgage Transformation Align With SunTrust Mortgage’s Goals?

6

The Mortgage Transformation Process

The Detailed Design Phase was focused on collecting requirements, building the design of the final product, and collecting feedback

from end users and Subject Matter Experts.

The Detailed Design Phase was focused on collecting requirements, building the design of the final product, and collecting feedback

from end users and Subject Matter Experts.

Phase II ObjectivePhase II Objective

The Strategy Definition Phase was focused on planning, with the end result being a prescriptive work plan that includes key initiatives, timelines, and priorities for guiding the company through the project.

The Strategy Definition Phase was focused on planning, with the end result being a prescriptive work plan that includes key initiatives, timelines, and priorities for guiding the company through the project.

Phase I Objective Phase I Objective

Phase IDefinitionPhase I

DefinitionPhase II

Detailed DesignPhase II

Detailed DesignPhase IIIDeliveryPhase IIIDelivery

The Delivery Phase is focused on bringing the designs for improved process, product and organizational models built in the Design Phase

to the field. Phase III is about realizing the benefits and making the Mortgage Transformation a reality.

The Delivery Phase is focused on bringing the designs for improved process, product and organizational models built in the Design Phase

to the field. Phase III is about realizing the benefits and making the Mortgage Transformation a reality.

Phase III ObjectivePhase III Objective

7

How Did STM Associates Help Shape The Design?

Associate DrivenAssociate Driven

10 Site visits to Broker, Retail, Correspondent, and Production Operations 10 Site visits to Broker, Retail, Correspondent, and Production Operations

3 Business Process Redesign Workshops with over 50 participants from every role 3 Business Process Redesign Workshops with over 50 participants from every role

3 Loan Origination System (LOS) Consolidation workshops with over 40 participants 3 Loan Origination System (LOS) Consolidation workshops with over 40 participants

Computer simulation of new TPO POS site with Subject Matter Experts and Business Owners Computer simulation of new TPO POS site with Subject Matter Experts and Business Owners

Review of analysis and rationalization of product and pricing data with Business Owners Review of analysis and rationalization of product and pricing data with Business Owners

Business subject matter expert participation in every initiative Business subject matter expert participation in every initiative

2500 data fields reviewed to support new front end system 2500 data fields reviewed to support new front end system

Requirements gathering and technical analysis with Subject Matter Experts and Business Owners Requirements gathering and technical analysis with Subject Matter Experts and Business Owners

Benefits, costs, and timeline validation with SunTrust Leadership Benefits, costs, and timeline validation with SunTrust Leadership

Associates from all areas of SunTrust Mortgage have designed the Mortgage Transformation.

New Retail POS system design with input from POS Retail Subject Matter Experts New Retail POS system design with input from POS Retail Subject Matter Experts

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Business Process Changes

High-Level “Application to Ship” Process

Current (As-Is) State• Less standardization• Multiple handoffs• Application to ship in 60 to 90 days

Borrower Contact Application

Product Selection AUS

Clear Conditions Closing

Post - Closing

Ship to Investor

Interim State• Standardized processes• Limited technology dependencies• Application to Ship in 15 days

Future (To-Be) State• Technology driven workflow• Imaging / electronic documents• Application to Ship in 7 days

9

Benefits Of The Business Process Changes for Retail

Improve Customer Service

Supports Growth Plan

Increased Capacity

More Flexible Response to Market Conditions

STM Control of Loan Application Process

Increased Business Opportunity

Decreased Costs per Loan

Better Product Rollout

Improved Employee Training

Improved On-boarding

More Volume with the Same Staff

Improve Customer Service

Supports Growth Plan

Increased Capacity

More Flexible Response to Market Conditions

STM Control of Loan Application Process

Increased Business Opportunity

Decreased Costs per Loan

Better Product Rollout

Improved Employee Training

Improved On-boarding

More Volume with the Same Staff

Business ImpactsBusiness ImpactsBusiness Process BenefitsBusiness Process Benefits

Reduced Cycle TimeThe new process will shorten cycle time in the Retail “Application to Ship” process

Reduced Touch TimeThe new process will deliver significant effort time reductions in the Retail “Application to Ship”

process:

Reduced Queue TimeThe amount of cycle time driven by outside parties (external partners and borrowers) will be

greatly reduced:

Process StandardizationSTM will be using the same overall process in all locations and channels although some

parts of the new process will not apply to each channel. This will drive a consistent customer experience across all locations and improve overall efficiency.

Reduced Cycle TimeThe new process will shorten cycle time in the Retail “Application to Ship” process

Reduced Touch TimeThe new process will deliver significant effort time reductions in the Retail “Application to Ship”

process:

Reduced Queue TimeThe amount of cycle time driven by outside parties (external partners and borrowers) will be

greatly reduced:

Process StandardizationSTM will be using the same overall process in all locations and channels although some

parts of the new process will not apply to each channel. This will drive a consistent customer experience across all locations and improve overall efficiency.

10

Decreased Cost per Loan

Improved LO Recruiting and Retention

Shorter Learning Curve and Faster Gains

in Productivity for LO and staff

Improved Customer Service

Increased cross-sell opportunities

Ease of System Upgrades

Better Product Rollout

Shorter Lock Periods

Increased Business Opportunity

Increased Capacity

More Flexible Response to Market Conditions

Decreased Cost per Loan

Improved LO Recruiting and Retention

Shorter Learning Curve and Faster Gains

in Productivity for LO and staff

Improved Customer Service

Increased cross-sell opportunities

Ease of System Upgrades

Better Product Rollout

Shorter Lock Periods

Increased Business Opportunity

Increased Capacity

More Flexible Response to Market Conditions

Business ImpactsBusiness ImpactsTechnology BenefitsTechnology Benefits

Benefits of Technology Changes – Retail

Application New Point of Sale (POS) capabilities available across all channels

(Retail, Call Center, Web, Broker, Correspondent) Application validation will reduce exceptions

Automation for registration, lock, relock, extensions, submission / withdrawal, and status

Automated ordering of vendor services for credit, AVM, and Flood Automatic generation of disclosures of products (product, state, and

regulatory)

Product Selection Creation of a central STM product / pricing repository

All products, pricing and eligibility rules available online, in real-time Risk adjusted, best execution pricing

Flexibility to pricing on any loan feature and unlimited hierarchies

Closing Online HUD interactive with settlement agent

Intelligent documents Interface to Digital Docs

AUS New STM custom Decisioning capability (EZ Option)

Integrated DU / LP workflow

Application New Point of Sale (POS) capabilities available across all channels

(Retail, Call Center, Web, Broker, Correspondent) Application validation will reduce exceptions

Automation for registration, lock, relock, extensions, submission / withdrawal, and status

Automated ordering of vendor services for credit, AVM, and Flood Automatic generation of disclosures of products (product, state, and

regulatory)

Product Selection Creation of a central STM product / pricing repository

All products, pricing and eligibility rules available online, in real-time Risk adjusted, best execution pricing

Flexibility to pricing on any loan feature and unlimited hierarchies

Closing Online HUD interactive with settlement agent

Intelligent documents Interface to Digital Docs

AUS New STM custom Decisioning capability (EZ Option)

Integrated DU / LP workflow

11

Increased productivity due to easier navigation of the site

Ability to serve customers 24/7

Increased knowledge of SunTrust products

Ability to lock favorite products in minutes through the “Quick Lock” feature

Ability to obtain underwriting decisions online and pull credit reports within minutes

Streamlined loan origination cycle allows management of your pipeline 24/7

Tracking of all loans throughout the process

Reduction in unmarketable loan losses through data integrity

Increased productivity due to easier navigation of the site

Ability to serve customers 24/7

Increased knowledge of SunTrust products

Ability to lock favorite products in minutes through the “Quick Lock” feature

Ability to obtain underwriting decisions online and pull credit reports within minutes

Streamlined loan origination cycle allows management of your pipeline 24/7

Tracking of all loans throughout the process

Reduction in unmarketable loan losses through data integrity

BenefitsBenefitsTechnology Changes to STM PartnersTechnology Changes to STM Partners

Benefits of Enhanced STM Partners - Brokers and Correspondents

Updated Look and Feel Improved screen design

Product Selection SunTrust Mortgage’s complete product set available

Product recommendations based on loan data

Pricing Scenario Run pricing and product scenarios for those tough to qualify or

product/rate shopper borrowers

Locks Submit and lock 24/7, 7 days a week

AUS Run LP, DU or STM’s own AUS for specific products

PIPELINETracks all loans locked/registered with STM

STATUSTrack loan status from “Reg.” to “Loan Funded”

Updated Look and Feel Improved screen design

Product Selection SunTrust Mortgage’s complete product set available

Product recommendations based on loan data

Pricing Scenario Run pricing and product scenarios for those tough to qualify or

product/rate shopper borrowers

Locks Submit and lock 24/7, 7 days a week

AUS Run LP, DU or STM’s own AUS for specific products

PIPELINETracks all loans locked/registered with STM

STATUSTrack loan status from “Reg.” to “Loan Funded”

12

Change Adoption Curve

A change and communication strategy is a conscientious method of enabling people to positively move through the emotional cycle of change.

A change and communication strategy is a conscientious method of enabling people to positively move through the emotional cycle of change.

Source: Daryl Conner - Managing at the Speed of Change

InternalizationIndividuals make STM their own and create innovative ways to use and improve

T I M EStatus Quo Vision

CO

MM

ITM

EN

T /

EN

TH

US

IAS

MHigh

ContactIndividuals have heard the Transformation Program existsLow

AwarenessIndividuals are aware of basic scope and concepts of the Transformation Program

Positive PerceptionIndividuals understand Transformation Program impacts and benefits to them

InstitutionalizationThe new Transformation Program initiatives are the way work is done at STM -- the new status quo

*While the speed with which an individual moves up the Commitment Curve may vary, the stages themselves are inevitable

UnderstandingIndividuals understand the Transformation Program impacts to STM and their functional area

AdoptionIndividuals are willing to work with and implement Transformation Program initiatives

13

How Is Performance Effected By Change?

Time

Without Change Leadership

With Change Leadership

OrganizationalPerformance

+

-

(current level)

Minimize performance dipdue to the implementationMinimize performance dipdue to the implementation

Maximize business benefits(return on investment)due to improved processes

Maximize business benefits(return on investment)due to improved processes

Go-live

Managing Change Can: Speed Benefit Realization Reduce Productivity Losses Lower Total Project Costs

14

Program Level Best Practices

Best PracticesBest Practices

Executive sponsorship and management team buy-inExecutive sponsorship and management team buy-in

Team co-locationTeam co-location

Recruiting, onboarding and logistics (including space planning)Recruiting, onboarding and logistics (including space planning)

Full-time versus part-time resourcesFull-time versus part-time resources

Business led – technology supportedBusiness led – technology supported

Customer and associate drivenCustomer and associate driven

Business process first – technology secondBusiness process first – technology second

Focus on change / adoption managementFocus on change / adoption management

Build early cross-functional support from the top downBuild early cross-functional support from the top down

Having a clear vision and end state is a key to success.

Be prepared to break through cultural and organizational barriersBe prepared to break through cultural and organizational barriers

15

1616

New Market Environment

• Worst economy since the great depression

• Housing bubble bursts + spike in unemployment = record mortgage defaults

• Mortgage fraud hits record levels

• Investors take massive credit losses and credit markets dry up

• Investors look for ways to lessen credit losses by closely scrutinizing loans in default for technical errors made by lenders during the “manufacturing” process

• Investors issue record repurchase demands to investors driving investor losses and reserves

• Significant new regulatory controls fundamentally change the mortgage business (HVCC, MDIA/TILA, RESPA, SAFE Act)

• Banks are under intense pressure to increase to manufacture perfect loans and grow revenue and capital

• To address immediate risks, a series of new, unintegrated risk management tools and manual checklists have been introduced into the manufacturing process

• The result is a labor intensive, client and teammate unfriendly origination process

1717

New Guiding Principles

• Focus on the household versus the individual or a given product silo for revenue growth and risk management

• Need for new loan origination and fulfillment process to produce “No Broken Loans” due to high financial penalties of FIN45. The new process must also result in reduced compliance and credit errors, improve current and future investor relationships, and ensure a robust outlet for production

• Need to provide an improved and effective loan origination process and technology that allows the Loan Officer focus on Sales rather than processing and closing

• Need a more efficient loan origination process than our competitors to gain market share with recruitment and retention of Loan Officers and provides better Service Quality for our Clients, Realtors, Builders and other referral sources.

18

Household Lending Focuses on Reducing Losses and Increasing Revenue

Make the Process

Reliable

Make the Process

Fast, Easy, & Simple

Make the Process

Rich

Make the Process

Efficient

Reduce broken loans and improve consistency

Make the process easy for both clients and teammates

Improved Analytics to create visibility of process; leverage

information real time

Reducecost per

loan

Pro

ject

s w

ill b

e pr

iorit

ized

so

that

foun

datio

nal

elem

ents

are

add

ress

ed p

rior t

o m

ore

adva

nced

func

tions

.

19 19

Mortgage Transformation Phase 2 = Household Lending

Origination ServicingSales

• Lead management• Needs Assessment

• Booking• Collateral Management• Maintenance• Payments

ApplicationProcess

Underwriting&

Decisioning

DocPrep

Closing&

Funding• Completion and

submission of application

• Validation of data• Disclosures

• Credit review• Credit approval• Verification

– Income– Collateral value

• Preparation of documents for internally and externally closed loans

• Schedule closing• Disburse funds• Settlement Agent

Client Affecting Metrics

• Lien Perfection• Post Closing

In-Scope

C L

I E N

T S

Client First Foundation: Clients, L/O’s Teammates, Investors

• Referrals

In-Scope

20

Future Standard Workflow -- Receive Credit Package & Underwrite

4a. Fax/Upload Loan Package

1. (TP#1) -- Register Loan on

STMPartners

1003 application TILIncome Docs (W2, Paystubs, Tax)Asset Docs (VOD)4506T tax request form

6a, b. DU/LP Findings +

Credit Report (image +

data)

7a-e. Automated Flood Cert, MI Quote, Geo,

Appraisal, GAAR, CoreLogic

(image + data)

5b. Automated Disclosures,

Welcome Letter

2. Image of Lock Record

to File

10. Ready For U/W

11. Hold Queue for Incomplete Pkgs

YES

NO

15a. Assign U/W(authority table +

permission to assign)

16. Review Credit Package – Income & Assets (check

docs to DU/STMP)

18. Update STMP and resubmit DU

through STMP (if needed)

17a,b. Review CoreLogic

Findings, Review Appraisal/GAAR,

Validate MI

20. Decision Loan in

Workflow – add addl

conditions

22a. (TP#5) Automated E-Mail To Client,

AE, CSR

22a. Automated STMP Status

update + conditions

22b Automated MLCS update of

decision + conditions

23a. Automated U/W Cover

Sheet – image to file

23b. Automated U/W Decision With

Conditions (1008)– image to file

19. Edits Module

ORIGINATION (Loan Officer, LRC, Broker, Correspondent)

UNDERWRITING

NO ERRORS

ERROR

PROCESSING (LRC)

COMMUNICATIONS

Replace Early Warning Report with system edits

12. Work Incomplete Pkg

Exceptions

9a-c. Automated

Tangible Net Benefits,

Section 32, HOPEA

8a-d. Automated

STI/STM SS#, Tax, MERS,

VOE (image + data)

3. (TP#2) -- Submit Loan on

STMP

7. E-mail appraisal to customer

4b Receive Pkg

TP = Touch Point With Customer/Client Based On Status ChangeCustomer Updates = Additional customer updates based on calendar – approximately every 5 business daysPipeline Management = automatic withdrawal at lock expiration date; automatic withdrawal at credit doc expiration date with no lock; automatic offer expired/denied 10 days after counter offer with no response

15b (TP#4) Status

Update on STMP/MLCS

– In U/W

21. Order

MI

14. Edit Module

LRC (Loan Relationship Coordinator) will make additional adhoc communications to be captured in file (initially in comments; long-term in e-care type system)

Proprietary AUS will make preliminary recommended decision based on initial package data

Proprietary AUS will make recommended decision for every loan – Including bundled products

NOTE: Steps shown in Bold/Italic are critical processing steps

= automated step

= manual step

5a. Request for info for loan

(insurance, SA, attorney, target close date, etc.

13. TP#3 – STMP status

Pkg Complete

(Underwriter)

21

Future Standard Workflow -- Clear Conditions & Prepare To Close

24b. Receive Conditions – Clear (non-underwriting)

26. Update HMDA fields – or add upfront to STMP? (checklist not required)

34. Start interactive HUD and finalize with

Settlement Agent

37. Draw Docs; send

link to Settlement

Agent

39. Issue Funding

Authorization Code (interim)

Close At Settlement

Agent

32. Schedule Closing Date

Through STMP? (Clear To Close

Status)

24a. Fax/Upload Doc to Clear

Condition

31a. (TP#6) --Automated E-Mail to Client, AE, LRC, Settlement Agent

All Conditions Cleared?

31b. Automated STMP status

update Clear To Close

31c. Automated MLCS Update

Clear To Close + Date from STMP

24c. Receive Conditions Doc (underwriting)

Escrow State –

Disburse Funds

30b. Decision Loan

(if need to change prior

decision)

YES

NO

25a. Hold Queue Open Conditions

ORIGINATION FOLLOW-UP

UNDERWRITING

PROCESSING

CLOSINGESCROW QUEUE

25b. Follow-up With Originator To Clear Open Pends

COMMUNICATIONS

POST DISBURSEMENT ACTIVITIES

30a. Update STMP and

resubmit DU through STMP

(if needed)

35. Automated

Tangible Net Benefits;

Section 32, HOPEA

33. Update Fees from GSE and escrow data for

closing

36. Automated

closing protection # -master letter (# to MLCS)

40. Non-Escrow

Enter wire transfer info – automate

wire

TP = Touch Point With Customer/Client Based On Status ChangeCustomer Updates = Additional customer updates based on calendar – approximately every 5 business daysPipeline Management = automatic withdrawal at lock expiration date; automatic withdrawal at credit doc expiration date with no lock; automatic offer expired/denied 10 days after counter offer with no response

28. Automated check MERS (if > 15 days from

prior check)

13. Edit Module

NOTE: Steps shown in Bold/Italic are critical processing steps

= automated step

= manual step

29. Review Document

(Loan Officer, LRC, Broker, Correspondent)

(LRC)

(LRC)

(Underwriter)

38. Send 1003 and TIL to be signed at closing to

SA

2222

Mortgage Origination Systems

Wave 3Wave 3Wave 2Wave 2Wave 1Wave 1

Wave 3(2a) STMPartners Closing Data Entry(10) CFM Closing Checklists / Rules(9) Services Integration Gateway (5) CFM Interface to Services Gateway

(6) Services Gateway Interfaces to 3rd Parties

EXISTING DATA INTERFACE

NEW SYSTEM

EXISTING SYSTEM

NEW INTERFACE

EXISTING CUSTOM INTERFACE

EXISTING MESSAGING INTERFACE (#) System Installation or Modification

(#) New Interface

Mortgage Origination Systems

Data

Co

llect

ion

& V

alid

atio

nIn

tegra

tion

Case

/

Che

cklis

t M

an

age

me

nt

Imag

e

Man

age

me

nt

3rd

Pa

rty

Serv

ice

s

Custom Processing

Case File Management

AUS

STMPartners Processing / Closing Data Entry

SNET / Middleware

Lend Web

STMP POS

Appraisal

Credit Bureau

s

Custom Closing

PLX Post Closing

QRMMSP

Servicing

MLCS

FileNet

MeDB

Digital Docs

CoreLogic

Fraud

MI Title

Pre-Close

...

Image Capture – Post Closing

Image Capture - Origination

STRATA Rules

ELYNX

Image Based Underwriting

Services Gateway

Rules

(1)

(2)

(2)

(3)

(4)

(5)

(6)(1)

(3)

(4)

(5)

(6)

(8)

(7)

(9)

(10)

(2a)(7)

POS Procesing Underwriting Closing Post Close Ship / Deliver Servicing

Wave 1

(2) STMPartners Product Gap, Offline Loans(3) Case File Management / Reporting

(4) Image Capture & View / Remote(7) Processing Checklists / Rules

(1) Enhanced Appraisals Interface

(2) Messaging Interface to CFM

(1) FNC Appraisal Validation

Wave 2(5) Image Based Underwriting(6) STRATA Portfolio AUS Rules

(8) 3rd Party Services Interfaces(3) Image Triggers Interface to CFM From FileNet

(4) STMP / Strata Interface for Portfolio AUS

(7) Mortgage Loan Referral Interface

2323

Future State Design - Automated Workflow

POSPricing/ Eligibility

Service Ordering

Process/ Data Collection

U / WSchedule Close

Post Close

ServicingShip/ Delivery

STMPartners PLX Mortgage

Origination Flow

Mortgage Origination Flow

QRM

MSP

Branch

Lending Web

Retail Loan Origination Flow

Retail Loan Origination Flow

ALS Lending Web ACAPS / STRATA

PEGA

• Case Management for bundled origination as well as mortgage loan origination

• Tool for building custom solution for mortgage processing and closing

PLX PEGA

PEGA

PEGAPEGA

24